1.
Effective Change Management….
….Anilesh Seth
Ideator, Co Founder & CEO, KROW
www.krow.in
Ex-CEO/MD: LGSI, Qatalys & Supervalu India
www.slideshare.net/anilesh
http://In.linkedin.com/in/anileshseth
anileshseth@hotmail.com

2.
Agenda
• What is change?
• Situation 1 – Turning a company around
• The ADKAR Model
• Situation 2- Selling a company

3.
What is change?
• Make or become different….

4.
What is change?
• Make or become different….
• Its not about definitions but about
outcomes….
• Change can be good or bad depending upon
your point of view

5.
Changes in World Population
Note this chart is based upon Europe
Source: http://www.globalchange.umich.edu/globalchange2/current/lectures/human_pop/human_pop.html

6.
Changes in World Population..Causes
Source: http://www.globalchange.umich.edu/globalchange2/current/lectures/human_pop/human_pop.html

7.
Some Obvious Changes

8.
Situation 1: Turning a Company
Around

9.
Defining, effecting and managing the
change…
Identify cost-cutting low-hanging fruit
Take leadership team into confidence
& communicate with the organization
Board gives support and communicates
about new CEO in a very positive light

10.
Defining, effecting and managing the
change…
Announce new Vision, and
restructuring needs – RIFs and
new hires. Use the time
to “clean up”
Carve out a new direction
recreate vision
Enable leadership team to work
with team members
Identify cost-cutting low-hanging fruit
Take leadership team into confidence
communicate with the organization
Board gives support and communicates
about new CEO in a very positive light

11.
Defining, effecting and managing the
change…
Upswing in “extra-curricular”
activities to keep all engaged
Created a new “cadre” of
emerging leaders
Utilize the lean period to
upskill and strengthen
quality processes

12.
Defining, effecting and managing the
change…
Regular updates to the entire
organization
Instituted regular reviews to set,
evaluate and recast the direction
Created a performance culture based
upon rewards
Upswing in “extra-curricular”
activities to keep all engaged
Created a new “cadre” of
emerging leaders
Utilize the lean period to
upskill and strengthen
quality processes

13.
Defining, effecting and managing the
change…
Reinforce through updates in the press!
Regular updates to the entire
organization
Instituted regular reviews to set,
evaluate and recast the direction
Created a performance culture based
upon rewards
Upswing in “extra-curricular”
activities to keep all engaged
Created a new “cadre” of
emerging leaders
Utilize the lean period to
upskill and strengthen
quality processes

14.
The ADKAR Model
Awareness ..of the need for change
Desire ..to support and participate in
the change
Knowledge ..of how to change
Ability ..to implement required skills
and behaviours
Reinforcement ..to sustain the change
Source: ADKAR, A model for change in business, government and our community
- Jeffrey M. Hiatt

15.
The ADKAR Model..applied to fuel
price hikes
5
4
3 Barrier
Point
2
1

16.
Situation 2: Decision to sell the
organization….
• Need to be sensitive about people’s careers
and aspirations
• Need to retain key people

17.
Defining, effecting and managing the
change
Ensuring
Drawing up a
Taking the Empowering key engagement
communications
decision personnel and keeping
strategy
channels open
- Be clear about the
reasons. This will drive
future communication
strategy
- Be clear about the end
objectives – is it revenue
maximization or continuity
of service, for example
- Draw up a timeline
- Put in place a core team
to drive execution
- Identify a steering
committee to provide
steer, support & budgets

18.
Defining, effecting and managing the
change
Ensuring
Drawing up a
Taking the Empowering key engagement
communications
decision personnel and keeping
strategy
channels open
- Be prepared for a leak; it
will happen
- Identify who will talk to
the press and employees in
the event of a leak
- Have a clear
communication strategy
with timeline in the case of
a major leak, a rumour, and
own internal planned
communication
- Identify key personnel to
be brought into the plan
- Draw up timeline of when
to communicate with the
entire organization

19.
Defining, effecting and managing the
change
Ensuring
Drawing up a
Taking the Empowering key engagement
communications
decision personnel and keeping
strategy
channels open
- Create FAQs, provide
training
- KEY THING TO ANSWER
UPFRONT: WHAT WILL
HAPPEN TO ME? The Key
Personnel need to
understand this before
playing their role
- BE PREPARED FOR
COUNSELLING…first for
KEY personnel and then for
the rest of the organization
– use external services

20.
Defining, effecting and managing the
change
Ensuring
Drawing up a
Taking the Empowering key engagement
communications
decision personnel and keeping
strategy
channels open
- Opportunity to upskill in
niche areas (be mindful of
expenses at this stage)
- Create organization wide
engagement opportunities
(competitions etc) that
cause bonding, discussions
and ensures no “idle” time
- Identify outplacement
opportunities
- Keep everyone informed of
the timeline and progress

21.
QUESTIONS?